The Electronic Journal of Knowledge Management aims to publish perspectives on topics relevant to the study, implementation and management of knowledge management
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Information about the European Conference on Knowledge Management (ECKM) is available here.

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Information about the European Conference on Intellectual Capital (ECIC) is available here
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Journal Article

A Critical Analysis of Nonakas Model of Knowledge Dynamics  pp193-200

Constantin Bratianu

© Jul 2010 Volume 8 Issue 2, ECIC 2010, Editor: Constantin Bratianu, pp181 - 266

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Abstract

The purpose of this paper is to present a critical analysis of the well known knowledge dynamics model elaborated by Ikujiro Nonaka and his co‑workers. The essence of this model consists of three layers of the knowledge‑creation process: (a) the process o

 

Keywords: explicit knowledge, knowledge conversion, knowledge creation, knowledge dynamics, tacit knowledge

 

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Journal Article

Modeling Organizational Knowledge Dynamics: Using Analytic Hierarchy Process (AHP)  pp236-247

Constantin Bratianu, Adriana Agapie, Ivona Orzea

© Sep 2011 Volume 9 Issue 3, ECIC 2011, Editor: Geoff Turner and Clemente Minonne, pp181 - 295

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Abstract

: Modelling Organizational Knowledge Dynamics (OKD) is important in developing knowledge strategies within the framework of strategic management. We present in this paper a new perspective on modelling OKD based on the dynamic equilibrium equation of the organizational knowledge, and on using the Analytic Hierarchy Process (AHP). The dynamic equilibrium equation is considered for a time interval ∆T, and contains the following terms: the level of total organizational knowledge variation ∆K, the knowledge creation variation ∆C, the knowledge acquisition variation ∆A, and the knowledge loss variation ∆L. Since each of these terms has a different relative importance in the organizational knowledge balance, it is necessary to find a way of evaluating their weighting factors. For this purpose we use the AHP mathematical model developed by Saaty for the managerial decision making. AHP requires a structuring of the field of knowledge, and we considered a structure composed of three levels: (1) the goal level – increasing the level of organizational knowledge; (2) the strategies level – the strategy for increasing knowledge creation (S1), the strategy for increasing acquisition of new knowledge (S2), and the strategy for reducing knowledge loss (S3); (3) the activities level – hiring new valuable human resources (A1), developing training programs (A2), creating a performing motivation of employees (A3), and purchasing books, journals, software programs, and other information materials (A4). This structured model of AHP has been applied as an empirical research within a large company. We sent questionnaire to a number of 500 employees, and received valid answers from 173 respondents. The AHP method is based on paired comparisons of strategies with respect to the goal of increasing the level organizational knowledge, and then on paired comparisons of activities with respect to each strategy we defined. These paired comparisons yield matrices that lead to systems of eigenvalue equations whose solutions compose the vector of priorities for strategies, and for activities with respect to each strategy. Values of the vector of priorities for strategies are the weighting factors for the equilibrium equation components.

 

Keywords: analytic hierarchy process, knowledge acquisition, knowledge creation, knowledge dynamics, knowledge loss

 

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Journal Article

Knowledge Dynamics Analysis in Negotiations  pp18-29

Constantin Bratianu, Stefan Iordache

© Jan 2013 Volume 11 Issue 1, ECKM 2012, Editor: Dr Juan Gabriel Cegarra and Dr María Eugenia Sánchez, pp1 - 115

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Abstract

The purpose of this paper is to present some research results we obtained in analysing knowledge dynamics during negotiation processes. For knowledge dynamics we use the semantic spectrum currently used in thermodynamics, through a metaphorical interface. In our view knowledge dynamics means complex transformations from one form of knowledge into another form of knowledge. In our research we considered the dyad containing cognitive knowledge and emotional knowledge, in the Nonaka’s oneness perspective. Cognitive knowledge is represented by the explicit or the rational knowledge. Emotional knowledge is represented by the result of processing our sensory information and integrating it into the non‑rational mind. Similar to energy, knowledge can be found in organizations and society in different forms: explicit knowledge, implicit knowledge, tacit knowledge, emotional knowledge, spiritual knowledge, symbolic knowledge. Our hypothesis is that one form of knowledge can be transformed into another form in a given Ba. Our research focused on iterative transformations of cognitive knowledge into emotional knowledge and of emotional knowledge into cognitive knowledge during negotiation processes. We designed and performed 28 experiments of simulated negotiations between an experienced negotiator and different individuals without any training in negotiations. The duration of each experiment was about 20 minutes. We videotaped all of these experiments obtaining about 9 hours of recorded negotiations. There were basically two types of negotiations: a) a typical trade negotiation, and b) a typical salary negotiation. Based on a well designed script, the experienced negotiator sent different cognitive and emotional messages to the would be employee, who has been asked to answer using both written and verbal answers. In the same time we recorded his expressions that reflected the emotional answer. By analysing the induced messages and the cognitive and emotional answers for each participant we got interesting results concerning the knowledge dynamics in the negotiation processes.

 

Keywords: cognitive knowledge, emotional knowledge, knowledge dynamics, microexpressions, negotiations

 

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Journal Issue

Volume 11 Issue 1, ECKM 2012 / Jan 2013  pp1‑115

Editor: Dr Juan Gabriel Cegarra, Dr María Eugenia Sánchez

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Editorial

The Papers in this issue of EJKM were first presented at the European Conference of Knowledge Management.

 

The issue was edited by the Programme Chair Dr Juan Gabriel Cegarra and the Conference Chair Dr María Eugenia Sánchez

 

 


Juan‑Gabriel‑Cegarra   Maria‑Eugenia‑Sanchez
                
  Dr Juan Gabriel Cegarra            Dr María Eugenia Sánchez

 

 

Keywords: global social knowledge management, social software, barriers, distributed teamwork, contextualization, cultural influence, cognitive knowledge, emotional knowledge, knowledge dynamics, microexpressions, negotiations, social capital, familiness, power, experience, innovation, family business, knowledge sharing, theory of planned behaviour, affective commitment and trust, scientific collaboration, collaboratory, knowledge audit, knowledge management, scientific collaboration recommendation, knowledge base, innovation outcome, cultural barriers, healthcare organizations, phase, shipyard, naval industry, relationship, reutilization, internal and external agents, intellectual capital management, ICM, knowledge, biplot, knowledge, knowledge management, knowledge assessment framework, case study, eLoyalty, satisfaction, technology acceptance model, health care, patient, information system success models

 

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